Collaborative policymaking

Vernon, Jon; Essex, Stephen; Pinder, David; Curry, Kaja

doi:10.1016/j.annals.2004.06.005

Cited by 209 publications

(43 citation statements)

References 21 publications

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“…Bramwell and Lane's (2004) valuable collection of papers on various aspects of collaboration and partnership in tourism draws on the work of academics from different disciplines to explain the processes and patterns of tourism partnerships, along with the politics of partnerships. That text and subsequent research output (see, for example, Vernon et al, 2005;Dredge, 2006) has largely neglected one 'stakeholder' (to use the language of partnerships), namely small enterprises. This seems to be an important omission; since small firms are considered to be a ubiquitous feature of the sector internationally (Thomas, 2004) they are often perceived to be important 'partners' in development.…”

mentioning

confidence: 99%

Tourism Partnerships and Small Firms

Thomas¹

2007

The International Journal of Entrepreneurship and Innovation

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Partnerships have been a central feature of the tourism public policy landscape in advanced capitalist countries for some time. The intuitively appealing argument is that, by sharing expertise and decision making, commitment to the local tourism project is ensured. By participating in partnership working, small firms – which are almost universally characteristic of the sector – are said to contribute to the form and competitiveness of the tourism offer. Drawing on a variety of sources, this paper argues that in most cases such assertions are misplaced because ‘partnerships’ organized by the public sector are often predicated on an inadequate conceptualization of small firms in tourism, fail to appreciate the importance and complexity of informal economic relations, and usually ignore the particular power relations at play in local tourism policy formation and change.

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confidence: 99%

Tourism Partnerships and Small Firms

Thomas¹

2007

The International Journal of Entrepreneurship and Innovation

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“…This section presents findings concerning levels of horizontal coordination achieved at Level 1 in relation to achieving a strategic orientation for tourism (Jamal and Getz, 1995;Nuryanti, 1996;Vernon et al, 2005;Wray, 2011). Key issues are linked with a lack of engagement between relevant bodies (Krutwaysho and Bramwell 2010;Aas et al 2005), due to poor communication and a failure to recognise mutual responsibilities for tourism (Wang and Ap 2013), which has negative implications for strategic marketing planning process.…”

Section: Strategic Orientationmentioning

confidence: 99%

“…In terms of the actual management and delivery of tourism infrastructure, government level bodies have a central role in strategic marketing planning (Kerr, 2003;Vernon, Essex, Pinder and Curry, 2005;Wray, 2011), particularly as they direct and lead the strategic planning process (Hall, 1999). Destination Marketing Organisations (DMOs) are heavily involved in the coordination and management of strategic marketing planning (Sheehan, Ritchie and Hudson, 2007;Bornhorst et al, 2010).…”

Section: Heritage Tourism Infrastructurementioning

confidence: 99%

“…Achieving a mutually agreeable strategic orientation among the array of stakeholders involved in heritage tourism marketing is important (Hanna and Rowley 2011), given the diverse range of stakeholders with potentially conflicting goals, orientations and ideas for tourism (Jamal and Getz, 1995;Nuryanti, 1996;Vernon et al, 2005;Wray, 2011). Consideration of strategic orientation is a vital starting point for strategic marketing planning (Morgan and Piercy, 1998) in heritage tourism, and as a marketing function it encompasses a range of activities and responsibilities, including the stakeholder engagement process (Sautter and Leisen, 1999;Panyik et al, 2011).…”

Section: Strategic Orientationmentioning

confidence: 99%

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Strategic marketing planning for heritage tourism: a conceptual model and empirical findings from two emerging heritage regions

McCamley

Gilmore

2016

Journal of Strategic Marketing

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This paper examines the process of strategic marketing planning for heritage tourism; an inherently complex and fragmented system, requiring a coordinated approach among a range of stakeholders. A conceptual model, detailing key stakeholders and specific strategic functions, as well as a prescribed method of coordination, is presented. Two regions were investigated using a qualitative methodology, which examined five strategic documents and consisted of depth interviews with 11 key informants from the tourism industry. Key findings indicate that weak coordination, in terms of strategic marketing planning, has negative implications for heritage tourism marketing concerning four key strategic functions; strategic orientation, resource allocation, product service development and destination promotion. The paper emphasises the importance of strategic marketing planning for each function and considers the role of the public sector in terms of providing strategic direction. Furthermore, the paper highlights the potential difficulties of engaging in heritage tourism development in a non-traditional destination.

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“…In the literature on sustainable tourism governance authors discuss particular conflicts between different interest groups, such as residents and visitors (Vernon et al, 2005;Del Chiappa, 2012;Lankford, 2001). Conflicts arise, for example, in overcrowded city centres or when inhabitants feel alienated.…”

Section: Introductionmentioning

confidence: 99%

Seeing like a tourist city: how administrative constructions of conflictive urban tourism shape its future

Sommer

Helbrecht

2017

JTF

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Purpose The purpose of this paper is to clarify the administrative problematisations of conflict-prone urban tourism (e.g. noise) as political processes predetermining the future of city tourism. It is shaped by today’s administrative ways of knowing increasing visitor pressure as an issue for urban (tourism) development. Design/methodology/approach The problematisation of conflictive urban tourism in Berlin is used as case study and lens to analyse how administrative bodies see conflictive tourism like a tourist city. Drawing on Mariana Valverde’s idea of Seeing Like a City (2011), the paper demonstrates how disparate governmental bodies see and reduce the complexity of conflicts resulting from tourism in order to handle it. The authors use policy documents as the basis for the analysis. Findings The paper provides empirical insights about how political knowledge on urban tourism conflicts is produced in Berlin. The marginalisation of these conflicts on the federal state level seemingly aces out the calls for action on the borough level (Friedrichshain-Kreuzberg). According to these disparate modes of problematisation, older and younger governmental gazes on conflictive tourism and its future relevance interrelate in contingent combination. Originality/value This paper fills a gap in the existing urban tourism literature, by focussing on the definition of policy problems by governmental bodies as powerfully linked to the availability of solutions.

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Collaborative policymaking

Cited by 209 publications

References 21 publications

Tourism Partnerships and Small Firms

Tourism Partnerships and Small Firms

Strategic marketing planning for heritage tourism: a conceptual model and empirical findings from two emerging heritage regions

Seeing like a tourist city: how administrative constructions of conflictive urban tourism shape its future

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